CHAPTER 5 HUMAN RESOURCE PLANNING PowerPoint Presentation by Charlie Cook Copyright © 2002 South-Western. All rights reserved

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5–3 Human Resource Planning (HRP) Is the first component of HRM strategyIs the first component of HRM strategy All other functional HR activities are derived from and flow out of the HRP process.All other functional HR activities are derived from and flow out of the HRP process. Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities.Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities. Is proactive in anticipating and preparing flexible responses to changing HR requirements.Is proactive in anticipating and preparing flexible responses to changing HR requirements. Has both an internal and external focus.Has both an internal and external focus. Is the first component of HRM strategyIs the first component of HRM strategy All other functional HR activities are derived from and flow out of the HRP process.All other functional HR activities are derived from and flow out of the HRP process. Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities.Has its basis in considerations of future HR requirements in light of present HR capabilities and capacities. Is proactive in anticipating and preparing flexible responses to changing HR requirements.Is proactive in anticipating and preparing flexible responses to changing HR requirements. Has both an internal and external focus.Has both an internal and external focus.

MacTemps-Building Commitment in the Interim Workforce MacTemps-Building Commitment in the Interim Workforce Commitment Matters? To Temp Agency too? Commitment Matters? To Temp Agency too?

5–5 Principles behind new vs. old career Paradigm

5–6 What is the “Perfect Temp” for MacTemps? Skills in demandSkills in demand LoyalLoyal Low in turnoverLow in turnover Low demand in benefitsLow demand in benefits Skills in demandSkills in demand LoyalLoyal Low in turnoverLow in turnover Low demand in benefitsLow demand in benefits

5–7 Why Loyalty Matters to MacTemps? Reduce the cost of recruitment and selectionReduce the cost of recruitment and selection –Gross Margin Retention of skills that are in high demandRetention of skills that are in high demand Enables better matchesEnables better matches Clients value temp loyalty-when it comes around, it turns around.Clients value temp loyalty-when it comes around, it turns around. Reduce the cost of recruitment and selectionReduce the cost of recruitment and selection –Gross Margin Retention of skills that are in high demandRetention of skills that are in high demand Enables better matchesEnables better matches Clients value temp loyalty-when it comes around, it turns around.Clients value temp loyalty-when it comes around, it turns around.

5–8 Evaluating the Temp Segments StudentsStudents Rent PayersRent Payers Job SeekersJob Seekers FreelancersFreelancers Career TempsCareer Temps Skills, Loyalty, Turnover? Strategies for each?Skills, Loyalty, Turnover? Strategies for each? StudentsStudents Rent PayersRent Payers Job SeekersJob Seekers FreelancersFreelancers Career TempsCareer Temps Skills, Loyalty, Turnover? Strategies for each?Skills, Loyalty, Turnover? Strategies for each?

5–9 Building Loyalty Deepening Informal TiesDeepening Informal Ties –Increasing social interaction is inexpensive, but building real relationships takes time and is hard to measure –Challenges: Difficult to measure success; need to develop strategy to reduce turnover –Audience? Deepening Informal TiesDeepening Informal Ties –Increasing social interaction is inexpensive, but building real relationships takes time and is hard to measure –Challenges: Difficult to measure success; need to develop strategy to reduce turnover –Audience?

5–10 Building Loyalty (cont’d) Enhancing the Benefits (frequent flyer program)Enhancing the Benefits (frequent flyer program) –Already has leading benefits program; may simply incur more costs without increasing loyalty –Challenges: Determining what new benefits would be attractive to temps –Audience? Enhancing the Benefits (frequent flyer program)Enhancing the Benefits (frequent flyer program) –Already has leading benefits program; may simply incur more costs without increasing loyalty –Challenges: Determining what new benefits would be attractive to temps –Audience?

5–11 Building Loyalty (cont’d) Training and DevelopmentTraining and Development –Temps want it; may increase value of skills, which benefits clients, MacTemps, and temps –Challenges: Need to develop curriculum, and a means of establishing eligibility for the training; difficult to determine which skills should be emphasized; must minimize free-rider problems –Audience? Training and DevelopmentTraining and Development –Temps want it; may increase value of skills, which benefits clients, MacTemps, and temps –Challenges: Need to develop curriculum, and a means of establishing eligibility for the training; difficult to determine which skills should be emphasized; must minimize free-rider problems –Audience?

5–12 Building Loyalty (cont’d) Exclusive Short-term RetainersExclusive Short-term Retainers –Ensures that certain high skill workers would always be available; eliminates multi-agency relationships; potential incurs large cost if down-time occurs –Challenges: Requires a different infrastructure at MacTemps – managing people directly and ensuring utilization –“If they are under-utilized for just a fraction of their working time, we incur huge costs” –Audience? Exclusive Short-term RetainersExclusive Short-term Retainers –Ensures that certain high skill workers would always be available; eliminates multi-agency relationships; potential incurs large cost if down-time occurs –Challenges: Requires a different infrastructure at MacTemps – managing people directly and ensuring utilization –“If they are under-utilized for just a fraction of their working time, we incur huge costs” –Audience?

5–13 Does Commitment Matter? Does Commitment matter…………..to you?Does Commitment matter…………..to you? “I think there is, at the heart of this, a basic question about obligation: what are the individual’s obligations to a company? What are the company’s obligations to individuals? What can we give our employees to build a sustained, mutually beneficial relationship besides the promise of full-time permanent work?” (Chung, p.13)“I think there is, at the heart of this, a basic question about obligation: what are the individual’s obligations to a company? What are the company’s obligations to individuals? What can we give our employees to build a sustained, mutually beneficial relationship besides the promise of full-time permanent work?” (Chung, p.13) Does Commitment matter…………..to you?Does Commitment matter…………..to you? “I think there is, at the heart of this, a basic question about obligation: what are the individual’s obligations to a company? What are the company’s obligations to individuals? What can we give our employees to build a sustained, mutually beneficial relationship besides the promise of full-time permanent work?” (Chung, p.13)“I think there is, at the heart of this, a basic question about obligation: what are the individual’s obligations to a company? What are the company’s obligations to individuals? What can we give our employees to build a sustained, mutually beneficial relationship besides the promise of full-time permanent work?” (Chung, p.13)

5–14 Does Commitment Matter? To You? Employability SecurityEmployability Security –The knowledge that today’s work will enhance the person’s value in terms of future opportunities Transferable knowledge is more important to a career than firm-specific knowledge.Transferable knowledge is more important to a career than firm-specific knowledge. Employability SecurityEmployability Security –The knowledge that today’s work will enhance the person’s value in terms of future opportunities Transferable knowledge is more important to a career than firm-specific knowledge.Transferable knowledge is more important to a career than firm-specific knowledge.

5–15 Five Major Objectives of HRP

5–16 HR Planning Process HR Planning Process

5–17 Types of Planning Aggregate PlanningAggregate Planning –Anticipating the needs for groups of employees in specific, usually lower level jobs and the general skills employees will need to ensure sustained high performance. Succession PlanningSuccession Planning –Focuses on ensuring that key individual management positions in the organization remain filled with individuals who provide the best fit for these critical positions. Aggregate PlanningAggregate Planning –Anticipating the needs for groups of employees in specific, usually lower level jobs and the general skills employees will need to ensure sustained high performance. Succession PlanningSuccession Planning –Focuses on ensuring that key individual management positions in the organization remain filled with individuals who provide the best fit for these critical positions.

5–18 Aggregate Planning: Forecasting Demand Forecasting the demand for employeesForecasting the demand for employees –Considers the firm’s strategic plan’s effects on increases or decreases in the demand for the firm’s products or services. –Assumptions on which the forecast is predicated should be written down and revisited when conditions change. – Unit forecasting (bottom-up planning) involves “point of contact” estimation of the future demand for employees. – Top-down forecasting involves senior managers allocating a fixed payroll budget across the organizational hierarchy. –The demand for employee skills requirements must also be considered. Forecasting the demand for employeesForecasting the demand for employees –Considers the firm’s strategic plan’s effects on increases or decreases in the demand for the firm’s products or services. –Assumptions on which the forecast is predicated should be written down and revisited when conditions change. – Unit forecasting (bottom-up planning) involves “point of contact” estimation of the future demand for employees. – Top-down forecasting involves senior managers allocating a fixed payroll budget across the organizational hierarchy. –The demand for employee skills requirements must also be considered.

5–19 Aggregate Planning: Forecasting Supply The level and quantities of abilities, skills and experiences can be determined using a Skills Inventory.The level and quantities of abilities, skills and experiences can be determined using a Skills Inventory. A human resource information system (HRIS), especially computerized databases, updated at least annually, is a dynamic source of HR information.A human resource information system (HRIS), especially computerized databases, updated at least annually, is a dynamic source of HR information. Markov analysis can be used to create a transition probability matrix that predicts the mobility of employees within an organization.Markov analysis can be used to create a transition probability matrix that predicts the mobility of employees within an organization. The level and quantities of abilities, skills and experiences can be determined using a Skills Inventory.The level and quantities of abilities, skills and experiences can be determined using a Skills Inventory. A human resource information system (HRIS), especially computerized databases, updated at least annually, is a dynamic source of HR information.A human resource information system (HRIS), especially computerized databases, updated at least annually, is a dynamic source of HR information. Markov analysis can be used to create a transition probability matrix that predicts the mobility of employees within an organization.Markov analysis can be used to create a transition probability matrix that predicts the mobility of employees within an organization.

5–20 Forecasting Methods Forecasting Methods

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5–22 Estimating Internal Labor Supply for a Given Unit Estimating Internal Labor Supply for a Given Unit

5–23 Balancing HR Supply and Demand

5–24 Succession Planning Involves identifying key management positions the organization cannot afford to have vacant.Involves identifying key management positions the organization cannot afford to have vacant. Purposes of Succession PlanningPurposes of Succession Planning –Facilitates transition when an employee leaves. –Identifies the development needs of high-potential employees and assists in their career planning. In actual practice, many organizations fail to implement succession planning effectively.In actual practice, many organizations fail to implement succession planning effectively. –Qualified successors may seek external career advancement opportunities if succession is not forthcoming. Involves identifying key management positions the organization cannot afford to have vacant.Involves identifying key management positions the organization cannot afford to have vacant. Purposes of Succession PlanningPurposes of Succession Planning –Facilitates transition when an employee leaves. –Identifies the development needs of high-potential employees and assists in their career planning. In actual practice, many organizations fail to implement succession planning effectively.In actual practice, many organizations fail to implement succession planning effectively. –Qualified successors may seek external career advancement opportunities if succession is not forthcoming.

5–25 Succession Planning “ Replacement chart ” identifies“ Replacement chart ” identifies –Key positions –Possible successors for each of these positions –Whether each potential successor currently has the background to assume the job responsibilities –The expected amount of time it will take for the potential successor to be ready “ Replacement chart ” identifies“ Replacement chart ” identifies –Key positions –Possible successors for each of these positions –Whether each potential successor currently has the background to assume the job responsibilities –The expected amount of time it will take for the potential successor to be ready

5–26 Succession Planning (cont’d) Objective measuring— Specific skills, competencies, and experiences are missing

5–27 Succession Planning However, traditional succession planning (replacement charting) has become too time- consuming and inflexible to meet the leadership continuity needs when facing:However, traditional succession planning (replacement charting) has become too time- consuming and inflexible to meet the leadership continuity needs when facing: –Continual corporate restructurings, reengineering –The increasing use of team-based work systems –M&As –More partnerships, JVs, and strategic alliances –Continual massive downsizing in middle management ranks. However, traditional succession planning (replacement charting) has become too time- consuming and inflexible to meet the leadership continuity needs when facing:However, traditional succession planning (replacement charting) has become too time- consuming and inflexible to meet the leadership continuity needs when facing: –Continual corporate restructurings, reengineering –The increasing use of team-based work systems –M&As –More partnerships, JVs, and strategic alliances –Continual massive downsizing in middle management ranks.

5–28 Reading 5.2: Succession Planning Design Shifts Key design shifts for succession systems:Key design shifts for succession systems: –Identify core strategic capabilities/competencies related to key positions and develop a leadership model. –Place initiative and responsibility for individual development in the hands of candidate employees. –Have a development process that aligns mastery of competencies with the firm’s strategic goals and mission. –Create a succession process that is more open and less exclusive and secretive. –Design the succession process for ongoing and frequent (quarterly rather than annual) review. Key design shifts for succession systems:Key design shifts for succession systems: –Identify core strategic capabilities/competencies related to key positions and develop a leadership model. –Place initiative and responsibility for individual development in the hands of candidate employees. –Have a development process that aligns mastery of competencies with the firm’s strategic goals and mission. –Create a succession process that is more open and less exclusive and secretive. –Design the succession process for ongoing and frequent (quarterly rather than annual) review.

5–29 Reading 5.2: Other Succession Design Issues A succession system must:A succession system must: –Make sense for and be usable by different business units, each having unique needs. –Have a process to focus and guide the development of executives to meet strategic purposes. –Be aligned with other HR processes also in transition. –Assure the the pool of potential leaders is being prepared for executive positions. –Be owned by the senior management. –Deal with diversity issues and changing demographics. –Measurably add value and contribute to business success. A succession system must:A succession system must: –Make sense for and be usable by different business units, each having unique needs. –Have a process to focus and guide the development of executives to meet strategic purposes. –Be aligned with other HR processes also in transition. –Assure the the pool of potential leaders is being prepared for executive positions. –Be owned by the senior management. –Deal with diversity issues and changing demographics. –Measurably add value and contribute to business success.

5–30 Reading 5.3: Strategic Levels of HR Long-termLong-term –Is the active conceptualized as long-term as opposed to short-term value? ComprehensiveComprehensive –Does it cover the entire organization or isolated components? PlannedPlanned –Is it thought out ahead of time and is it well documented or does it occur on an ad hoc basis? Long-termLong-term –Is the active conceptualized as long-term as opposed to short-term value? ComprehensiveComprehensive –Does it cover the entire organization or isolated components? PlannedPlanned –Is it thought out ahead of time and is it well documented or does it occur on an ad hoc basis? IntegratedIntegrated –Does it provide a basis for integrating multifaceted activities that might otherwise be fragmented and disconnected? High value-addedHigh value-added –Does it focus on issues that are critical for business success or does it focus on thing that must be done but are not critical to financial and market success?

5–31 Reading 5.3: Reactive and Proactive HR Operationally Reactive HROperationally Reactive HR –Focuses on implementing the day-to-day demands for HR. Operationally Proactive HROperationally Proactive HR –Improves upon the design and deliver of the existing HR basics before problems set in. Strategically Reactive HRStrategically Reactive HR –Focuses on supporting the successful implementation of the business strategy. Strategically Proactive HRStrategically Proactive HR –Focuses on creating strategic alternatives. Operationally Reactive HROperationally Reactive HR –Focuses on implementing the day-to-day demands for HR. Operationally Proactive HROperationally Proactive HR –Improves upon the design and deliver of the existing HR basics before problems set in. Strategically Reactive HRStrategically Reactive HR –Focuses on supporting the successful implementation of the business strategy. Strategically Proactive HRStrategically Proactive HR –Focuses on creating strategic alternatives.

5–32 Reading 5.3: Strategically Reactive HR HR becomes strategically reactive in business strategy implementation through:HR becomes strategically reactive in business strategy implementation through: –Supporting the execution of tactics that drive the long-term strategies. –Developing the cultural and technical capabilities necessary for long-term success. –By providing change management support for tactical activities. HR becomes strategically reactive in business strategy implementation through:HR becomes strategically reactive in business strategy implementation through: –Supporting the execution of tactics that drive the long-term strategies. –Developing the cultural and technical capabilities necessary for long-term success. –By providing change management support for tactical activities.

5–33 Reading 5.3: Creating a Strategy-Focused Culture 1.Define the business unit for which the HR practices are being designed. 2.Specify the key trends in the external business environment. 3.Identify and prioritize the firm’s sources of competitive advantage 4.Define the required culture and technical knowledge and skill areas required to support the sources of competitive advantage. 1.Define the business unit for which the HR practices are being designed. 2.Specify the key trends in the external business environment. 3.Identify and prioritize the firm’s sources of competitive advantage 4.Define the required culture and technical knowledge and skill areas required to support the sources of competitive advantage.

5–34 Reading 5.3: Creating a Strategy-Focused Culture 5.Identify cultural characteristics that the firm should reduce or eliminate if it is to optimize competitive advantage. 6.Design HR practices that will have greatest impact on creating the desired culture. 7.With these decisions made, the firm should establish action plans for detailed design of the HR processes. 8.The final step specifies the means by which effectiveness of the entire process is measured. 5.Identify cultural characteristics that the firm should reduce or eliminate if it is to optimize competitive advantage. 6.Design HR practices that will have greatest impact on creating the desired culture. 7.With these decisions made, the firm should establish action plans for detailed design of the HR processes. 8.The final step specifies the means by which effectiveness of the entire process is measured.

5–35 Reading 5.3: Strategically Proactive HR Becomes proactive by:Becomes proactive by: –learning enough about other functional areas to allow HR to contribute to the business –expanding/enriching parameters of HR agendas through which strategic alternatives are define and created. Creates a culture of of creativity and innovation.Creates a culture of of creativity and innovation. Is involved in the full breadth of mergers and acquisition activities.Is involved in the full breadth of mergers and acquisition activities. Creates internal capabilities based on future external environmental requirements.Creates internal capabilities based on future external environmental requirements. Becomes proactive by:Becomes proactive by: –learning enough about other functional areas to allow HR to contribute to the business –expanding/enriching parameters of HR agendas through which strategic alternatives are define and created. Creates a culture of of creativity and innovation.Creates a culture of of creativity and innovation. Is involved in the full breadth of mergers and acquisition activities.Is involved in the full breadth of mergers and acquisition activities. Creates internal capabilities based on future external environmental requirements.Creates internal capabilities based on future external environmental requirements.